Comments When I left HP 1 with a smile and got this book, I was attracted by Mr. Gao Jianhua's sunny smile on the cover. Why are you so happy to leave HP? With this question, I read the book carefully.
"Leaving with a smile" is the strength of "people-oriented management" owned by an enterprise, and it is a high degree of emotional appreciation and recognition between enterprises and employees. It reflects the corporate connotation of a multinational company, and I think this is also the reason why HP can make great achievements.
Based on Mr. Gao Jianhua's experience inside and outside Hewlett-Packard, this book introduces the very practical management methods of HP employees' recruitment, training, assessment, rewards and punishments, post-employment treatment and so on step by step. At the same time, it also introduces how to lead and train talents in daily work as a manager. Based on his personal experience in HP 17, he gave a detailed explanation of HP's humanized management and clearly expounded the essence of management and culture. He turned some connotations of enterprise management into knowledge and habits into nature. I have learned a lot from it, and now I will share my deepest feelings with you.
The first point: humanized management: This book embodies humanized management from beginning to end. In today's increasingly fierce market competition, many private enterprises are carefully looking at how to let employees do more work and work overtime during non-working hours. On this issue, HP advocates "work-life balance". He doesn't put too much pressure on employees, hoping to encourage employees to take care of their lives while working and actively create such an environment for everyone. It is conceivable that everyone works in this environment, which is quite harmonious. At the same time, it also stimulates employees' enthusiasm for work and regards work as their own career, which is the "dynamic management" advocated by HP. With the motivation and the platform provided by the company, hard-working employees will naturally be promoted after making achievements. Of course, wages will rise gradually. With the training of employees, employees will learn more and more things, and of course their loyalty will be enhanced. Naturally, the cohesion of the company will also be enhanced. Looking at what HP has done, there is almost no deliberate pursuit of anything, but a natural thing. Like Bill, one of the founders of HP? When Hugh Park Jung-soo visited China, he said, "We can't stop employees from leaving the company, because the flow of talents is a normal scene. Our wish is: let every employee who leaves HP say that HP is good. " Enterprises have infiltrated humanized management into every detail of their work, which may be one of the reasons why Gao Jianhua left HP with a smile and said that the company was good and continued to serve HP.
The second point: managing people is more important than managing things. As a manager, his main job is to manage people and things. There is a saying in the book that "the level of a coach is not measured by how competent he is, but by the level of the team he leads", so the level of a manager's ability is not measured by his personal ability to solve problems, but by whether his subordinates have the ability to solve problems, so it is very necessary for managers to spend enough time managing people. In practical work, how to allocate the time ratio between management and management? HP's standard is that grass-roots managers spend 30% of their time managing people, middle managers spend half of their time managing people, and senior managers spend 80% of their time managing people. Managing employees is the manager's most important job. The higher the level, the more time you spend managing employees. Then what do you spend so much time on people? Is it to solve problems for employees? This book gives us the answer, and managers should use this time to teach employees how to solve problems. To complete the transition from doing it yourself to guiding others, it may take several minutes to do an ordinary thing by yourself, and it may take half a day or more to teach subordinates to do it. However, as managers, we have no choice but to spend time teaching employees. Although it will cost a lot in the short term, only when the "clock" is done well can managers have more time and energy to consider and deal with other things. Therefore, HP proposes that it is more important for managers to manage people than to manage things, and managers need to spend enough time managing people. These classic words and management methods put forward by HP really make people think deeply and feel unusual. Think carefully about yourself and how much time you can spend communicating, communicating and guiding with employees every month. Longitudinal comparison, this is a gap found in this study. In the future work, I will spare more time to go deep into the staff, exchange ideas and improve the overall level of the team.
Now, the group also leads us to a higher direction in its own way. From last year's "happy work and standardized management" to this year's "humanized management and standardized work", it also reflects the humanization of the group. At present, the enterprise is in the stage of rapid development, and there are some problems more or less, which requires our middle managers to jump out of the small circle of their own departments and companies and think and do things from the strategy of the whole group. At the same time, the team led by myself will start from small things, and strive to upgrade their abilities to a higher level on the original basis, so as to make a good staff reserve for the development of the group.
Leaving with a smile is probably the expectation of every employee for his own company. I hope that one day, employees of local enterprises in China will also write a book called "Leaving HP with a Smile". It is estimated that this time will be long, but hope is better than despair, right? Actually, I'm looking forward to it. ......
Reflections on "Leaving HP with a Smile" 2 This book takes Mr. Gao Jianhua's mental journey in and out of HP as the main line, and introduces the very practical management methods such as HP employee recruitment, training, assessment, rewards and punishments, and post-employment treatment step by step. At the same time, it also introduces how to lead and train talents in daily work as a manager. Based on his personal experience in HP 17, he gave a detailed explanation of HP's humanized management and clearly expounded the essence of management and culture. He turned some connotations into knowledge about enterprise management, and habits became nature. The author has worked in HP for nearly 20 years, and fully felt the humanized and humanized corporate culture of this world-class enterprise. Tell us how an excellent team gathered in HP from all over the world and even left saying, HP, well done. I learned a lot from books, so I want to share them here.
First, procedures and systems must be strict.
The most important thing for a company is procedures and systems. The procedure is to tell employees how to do everything, to what extent, and who to communicate with in case of any situation, while the system is to tell employees what to do and what not to do, and what punishment will be imposed if they do. After several years of continuous improvement, the customer development plan of Shanghai branch can let a novice salesman know the sales process of furniture paint. The plan will clearly tell the salesman how many steps will be taken to develop the customer's plan, who will be solved externally in each step, who needs to be solved internally, and the relevant procedures that the company must go through.
I believe that every company has a set of perfect procedures and systems, but how many companies really implement these procedures and systems to the letter is probably a question mark. Procedures and systems are important, but they also depend on whether they are suitable for the company's current situation and effective for the company's internal management. If they are useless, they may even form obstacles, so it is better to get rid of them.
Second, give every employee room to grow.
As an excellent company, employees should be given a space to learn and grow. Everyone is eager to grow up and get ahead. Whether an employee can realize his ideals and ambitions in the company depends on whether we can give him a platform to show his talents first. With the continuous improvement of employees' ability, while creating good benefits for the company, we need the company to give him a development space and finally realize the * * * growth of the company and employees.
The current market competition is the competition of talents. With a good culture to attract people, a systematic plan to train people, and a fair system to promote people, the company will emerge a large number of outstanding talents, form the core competitiveness of enterprises, and be invincible in the market.
Third, about humanized management.
This book embodies humanized management from beginning to end. In today's increasingly fierce market competition, many private enterprises are carefully looking at how to let employees do more work and work overtime during non-working hours. On this issue, HP advocates "work-life balance". He doesn't put too much pressure on employees, hoping to encourage employees to take care of their lives while working and actively create such an environment for everyone. It is conceivable that everyone works in this environment, which is quite harmonious. At the same time, it also stimulates employees' enthusiasm for work and regards work as their own career, which is the "dynamic management" advocated by HP. With the motivation and the platform provided by the company, hard-working employees will naturally be promoted after making achievements. Of course, wages will rise gradually. With the training of employees, employees will learn more and more things, and of course their loyalty will be enhanced. Naturally, the cohesion of the company will also be enhanced. Looking at what HP has done, there is almost no deliberate pursuit of anything, but it comes naturally. As Bill Hugh Park Jung Su, one of the founders of Hewlett-Packard Company, said during his visit to China, "We can't stop employees from leaving the company because talent flow is a normal scene. Our wish is: let every employee who leaves HP say that HP is good. " Enterprises have infiltrated humanized management into every detail of their work, which may be one of the reasons why Gao Jianhua left HP with a smile and said that the company was good and continued to serve HP.
Fourth, managing people is more important than managing things.
As a manager, his main job is to manage people and things. There is a saying in the book that "the level of a coach is not measured by how competent he is, but by the level of the team he leads", so the level of a manager's ability is not measured by his personal ability to solve problems, but by whether his subordinates have the ability to solve problems, so it is very necessary for managers to spend enough time managing people. In practical work, how to allocate the time ratio between management and management? HP's standard is that grass-roots managers spend 30% of their time managing people, middle managers spend half of their time managing people, and senior managers spend 80% of their time managing people. Managing employees is the manager's most important job. The higher the level, the more time you spend managing employees. Then what do you spend so much time on people? Is it to solve problems for employees? This book gives us the answer, and managers should use this time to teach employees how to solve problems. To complete the transition from doing it yourself to guiding others, it may take several minutes to do an ordinary thing by yourself, and it may take half a day or more to teach subordinates to do it. However, as managers, we have no choice but to spend time teaching employees. Although in the short term, the cost will be great, but only when the "clock" is done well, managers can have more time and energy to consider and deal with other things. Therefore, HP proposes that it is more important for managers to manage people than to manage things, and managers need to spend enough time managing people. These classic words and management methods put forward by HP really make people think deeply and feel unusual. Think carefully about yourself and how much time you can spend communicating, communicating and guiding with employees every month. Longitudinal comparison, this is a gap found in this study. In the future work, we must spare more time to go deep into employees, exchange ideas and improve the overall level of the team.
We put forward the concept of "passionate work and happy life", which also embodies the human side. At present, the enterprise is in the stage of rapid development, and there are some problems more or less, which requires us to jump out of the small circle of our department and our company and consider things and do things from the strategy of the whole group company. At the same time, the team led by me will start from small things, and strive to upgrade its own ability to a higher level on the original basis, so as to make a good staff reserve for the development of the group company.